Contrary to the popular concept that “big” is better, modern opinion is starting to think “small” is better. Big meant economies of scale. Before the microchip transformed small into powerful, it took a lot of people to scale a business. Big organizations added value with efficient manufacturing, market expansion, and geographic distribution. A big sales force or a large R&D team were valuable assets. But going big also meant a loss of speed and agility.
This is the first of a three-part series on Agile HR, a current hot concept and one I'd like to see stick around. Agile HR consists of various principles to help HR drive companies further than the conventional model of HR as guardians of guidelines and protocols. The agile model stretches HR to help a company become more quickly responsive and innovative through simplifying processes that get right to the heart of a matter.
I’ll be looking at a sampling (three) of the concepts in Agile HR, which are centered around the core idea of shrinking things in order to react faster and more powerfully.